Support your employees through an outsourcing job transition
Are you concerned about the reaction among your employees when they hear the word “outsourcing”? Is communicating an outsourcing decision something that you're unsure about how to manage?
As you know, the decision to outsource can often be an agonizing and anxiety-ridden process for everyone involved. There are so many things you need to consider, such as the impact on your employees, the possibility of interrupting core business functions and loss of productivity or sales.
This Special Report will give you a strategy and practical tips to help you deal with this major change as professionally and painlessly as possible. Most importantly, you’ll get the wisdom and lessons learned from a real-life scenario involving a major global retail company that recently outsourced its entire IT department.
Order your copy now and get:
- A step-by-step guide to supporting your employees through an outsourcing transition
- Expert insights from leading change communication professionals Dr. TJ and Sandar Larkin
- A list of questions for you to work through if your organization faces an outsourcing transition
- Five rules for successful outsourcing and better employee communication during an outsourcing initiative
- An in-depth case study, using the example of how a large global clothing retailer successfully outsourced a significant portion of its IT services to IBM
Communicating an outsourcing decision also contains practical tips, tools and techniques to help you successfully implement and manage an outsourcing project.
This Special Report, delivered to you as a PDF, is the ultimate guide to supporting your employees through an outsourcing job transition.
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Case study overview:
A global retailer’s decision to outsource
In early 2006, a large global clothing retailer’s IT division had reached a crossroads, and leadership faced a difficult decision that would be a first for the company. Would it outsource a significant employee population – approximately 400 IT employees – in order to strengthen IT services and drive forward its new strategy?
After a thorough exercise to redefine the IT group’s core competencies and reprioritize its limited budget, the CIO (chief information officer) made the decision to outsource IT’s Infrastructure Services Organization to the global IT service provider, IBM. Ultimately, the impacted IT employees would be transitioned to IBM with either a short-term or permanent employment offer, and no employee would be laid off.
About the authors:
Michelle Campbell is a communication consultant for ROI, specializing in project management, metrics and measurement, web content development and the production of print and video collateral.
Campbell has an honors degree in communication studies from San Jose State University and her work has been recognized for excellence by the Dalton Pen Awards, the Communicator Awards and the International Association of Business Communicators (IABC).
Jennifer Tuck is a project lead for US-based communication consultancy, ROI Communication. Jennifer specializes in defining comprehensive corporate communication platforms incorporating key internal and external stakeholders and designing public relations programs around issues with public policy implications.
Tuck has an honors degree in communication from the University of California at San Diego. She has worked as chief spokesperson for the Senate Commerce Committee and served as broadcast producer for the Senate leadership, writing a television show for Senate cable TV.
Michelle Campbell
Business Development Manager,
ROI Communicaton
Jennifer Tuck
Project Lead,
ROI Communicaton
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